The challenge
Sheri had brought her daughter on to run day-to-day operations, and even then it still felt like the two of them were holding the whole thing up. The leadership team wasn't yet operating as one. Meetings were a way to spend an hour, not solve a problem. When a business runs on the two people at the top, growth doesn't free them, it buries them. If the systems only work when you're in the room, you're not the owner. You're the babysitter.
What changed
We worked across all three sides of the business and put the weight where it belonged: on the team. A real meeting rhythm so issues got named, owned, and turned into action items instead of circling forever. Clear roles so people knew what they owned. The visibility for the owner to see what's going on without having to be in the middle of it. From structure comes freedom, and in this case freedom was literal.
The result
The owner got her time back. In Sheri's words: "We're able to address issues and create action items, and I don't have to be part of it. As the owner, that frees me up to be more of a visionary, work on other things, or just have more free time."